Strategy management grup 1 fix

ARDYA “AMO” PRAMODHANARIZKY “APE” AULIA PRATAMA

YUSUF “PRAS” PRASETYAM DUMADI “DUMO” LARAS

GROUP I

VISION AND MISSION STATEMENT

These statements are the words leaders use to explain an organization's purpose and direction. When expressed clearly and concisely, they can motivate your team, or the organization as a whole, with an inspiring vision of the future.

VISION AND MISSION STATEMENT

Vision statements also define your organization's purpose, but they focus on its goals and aspirations. These statements are designed to be uplifting and inspiring. They're also timeless: even if the organization changes its strategy, the vision will often stay the same.

VISION STATEMENT PURPOSE

Mission statements define the organization's purpose and primary objectives. These statements are set in the present tense, and they explain why you exist as a business, both to members of the organization and to people outside it. Mission statements tend to be short, clear and powerful.

MISSION STATEMENT PURPOSE

Usually, people write these statements for an organization, or for an organizational unit or a team. You can also create statements to define the goals of long-term projects or initiatives.

VISION AND MISSION STATEMENT APPLICATION

Ikea – “To create a better everyday life for the many people.”

Nike – “To bring inspiration and innovation to every athlete in the world”

VISION EXAMPLES

Ikea – “Offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.”

Nike – “To bring inspiration and innovation to every athlete in the world.”

MISSION EXAMPLES

STRATEGISTS

A strategist is a person with responsibility for the formulation and implementation of a strategy. Strategy generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources).

The senior leadership of an organization is generally tasked with determining strategy. Strategy can be intended or can emerge as a pattern of activity as the organization adapts to its environment or competes. It involves activities such as strategic planning and strategic thinking.

STRATEGISTS

STRATEGY ANALYSIS AND CHOICE

GROUP 1-Ardya Pramodhana

-M Fadhil S -Rizky Aulia Pratama

-Yusuf Prasetya

SWOT ANALYSIS PT Astra International Tbk (Astra) is an

industrial conglomerate principally engaged in automotive retailing.

Conduct:◦ The Financial Services◦ Heavy Equipment◦ Mining and Energy◦ Agribusiness◦ Information Technology◦ Infrastructure Segment

SWOT ANALYSIS Oppurtunities

Growing global automotive industry: The global automotive industry was severely affected by the economic downturn, with a decline in revenues being recorded in 2008 and 2009.

ThreatsIntense competition: The worldwide automotive market is highly competitive. Astra faces strong competition from automotive manufacturers in its various markets. The competition among various auto players is likely to intensify in light of continuing globalization and consolidation in the worldwide automotive industry.

IFE ANALYSIS

ASTRA INTERNATIONAL

Key Internal Factors Weight RatingWtd

Score

Strengths

1. Payable trade decrease by 24% 0.20 3 0.60

2. Total costumer complaints decrease by 22 %

0.20 4 0.80

3. The best in other industrial sector 2012

0.10 3 0.30

4. Market share increase from 53% to 58%

0.15 3 0.45

5. More innovative and more product of Toyota, Daihatsu & Honda Motor

0.15 4 0.60

ASTRA INTERNATIONAL. (cont’d)


Score

Strengths (cont’d)7. Astra International as number 1 automotive choice in indonesia (Toyota,Daihatsu)

0.10 4 0.40

8. Net revenue from the informationtechnology division increase by 24 %

0.10 4 0.40

Total 1.00 3.55

ASTRA INTERNATIONAL


Score

Weaknesses

1. Net income of TAM decreasing 1 % 0.20 2 0.40

2. Dividend decrease by 4 % 0.30 4 1.20

3. Motorcycle sales decrease 11 % 0.25 4 1.00

4. Komatsu sales decrease 27 % 0.25 3 0.75

Total 1.0 3,35

HIGHEST POSSIBLE Total weighted score is 4.0

Organization response is outstanding to threats and weaknesses

Industry Analysis IFE

LOWEST POSSIBLE Total weighted score is 1.0

• Firm’s strategies not capitalizing on opportunities or avoiding threats

AVERAGE Total weighted score is 2.5

strengthsTotal weighted score of 3.55

• Is near to the highest score of 4 • Indicates that Astra International doing

great job for taking care their costumer by having more award in 2012

weaknessesTotal weighted score of 3.35

• Indicates that Astra International weakness is quite big in motorcycle and heavy equipment sector

Value Chain Analysis

MULTIDIMENSIONAL VALUE CHAIN The traditional Value Chain is linear - for

example,it assumes that input logistics are directly related to operations - and that value between these linear nodes should be analyzed. However,in reality,each domain links with multiple other domains - for example,sales and marketing often link with input logistics in order to determine costs,pricing and branding. These non-linear relationships should also be considered

Supply Chain,Other Chains (Chain Analysis) The Value Chain is one method of analysing

the chain from source to delivery. The Supply Chain and many others are also useful, parallel Chain Analysis Tools.

Various differences between the models exist. For example, a focus on the Supply Chain may lead to optimization (which may cost money) whereas a focus on the Value Chain may lead to value-adding (which may save money).

Value,Supply,Chain Grids The Value Grid, Supply Grid and Chain Grids call

for multi-firm analysis and coordination. Common value-adding and margin maximizing activities could include minimizing the risk of the future cost of oil (purchasing, hedging; this is common amongst airlines) or countering political risk in new markets (many western energy firms considered a move into Russia to carry certain risks). Gaps found in these forms of analysis can justify mergers and acquisitions, partnerships, outsourcing and so forth.

Value Chain Evolution Value Chains vary over time. Markets

evolve, mature and die. Product innovation modifies the chain. Snapshots of the Value Chain at different periods can highlight revealing value-adding opportunities

PT. ASTRA INTERNATIONAL Highly unattractive =1 Mildly unattractive =2 Neutral =3 Mildly attractive =4 Highly attractive =5

Current Future

Number of quality balance competitor

3 3

Product features

3 4

Capacity increase

3 4

Diversity of competitors

3 3

Overall 3 3,5

Rivalry among competitor

Current Future

Economic of scale 4 5

Product differentiation

3 4

Brand identification 4 4

Switching Cost 3 4

Access to distribution channels

3 3

Capital Requirement 3 3

Access to technology

3 4

Government protection

3 3

Experience effect 4 4

Overall 3,3 4

Barriers to entry

Current Future

Assets specialization

3 3

Cost to exit 1 1

Government and social restriction

1 2

Overall 1,6 2

Barriers to exit

Current Future

Number important buyers

2 2

Buyers switching cost

3 3

Buyers threat of backward integration

3 3

Industry threat of forward integration

3 3

Contribution to quality or service of buyer’s product

4 4

Buyer’s profitability

4 5

Overall 3,2 3.3

Power of buyers

Number of important suppliers

3 3

Availability of substitutes for supplier product

4 4

Differentiation or switching cost of supplier’s product

3 3

Suppliers of contribution to quality or service of the industry product

3 4

Important of the industry to suppliers profit

4 4

Overall 3 .4 3.6

Power of suppliers

Current Future

Availability of close substitutes

3 4

User’s switching cost

4 4

Substitute producer’s profitability & aggresiveness

3 3

Substitutes price/ value

3 3

Overall 3.25 3,5

Availability of substitutes

Current future

Barriers to entry

3 3,5

Barriers to exit 3,3 4

Rivalry among competitors

1,6 2

Power of buyers 3,2 3,3

Power of suppliers

3.4 3.6

Availability of substitutes

3.25 3,5

Overall assesment

Current Future

Overall industry assesment

2,95 3.31

Overall industry assesment

Yusuf Prasetya1201134459M Fadhil Setiawan 1201130445

M Dumadi Laras1201134432Rizky Aulia P 1201130443

Ardya Pramodhana1201130439

Group Discussion

These are objectives of ASTRA. The major objective of ASTRA was to develop a tool for the analysis of the long-term impacts of the common transport policy (CTP). For this purpose the tool should fulfil the following set of requirements.

Astra Long Term Objectives

Identify flexible levers to introduce different types of policies with varying scope and time scale.

Consider feedbacks of transport policies with other related policy fields and other real systems.

Integrate all relevant systems that can be effected in the long-term by changes of transport policy.

Provide an interface that enables to modify policies and review results in an easy-to-use manner.

Build and calibrate the integrated ASTRA model based on a set of reliable and already existing models from different scientific disciplines.

Definition of Strategies: The unifying theme that gives coherence and direction to the decisions of an organization

A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem.

Definition and Concept of Strategies

Astra has expanded its business lines not only in automotive related businesses and now has six core businesses: automotive, financial services, heavy equipment, agribusiness, information technology and infrastructure. A number of strategic alliances with leading global players in various industries has been established. At year-end 2013, Astra Group had a workforce of 217,274 people, spread across 183 subsidiaries.

ASTRA Various Strategies

In line with a growing mining operations area, Astra pursues expansion and capacity building strategies for supporting infrastructure in order to secure strategic positioning to in turn capitalise on growth opportunities and lock in improved future performance.

Vertical Integration

Astra use strategy of backward integration to improve the control and relations with suppliers and AHM as forward integration is to improve the control of the dealership in order to increase sales

Backward Integration

PT. Astra International leading distribution channel to the downstream with having outlet shop and drive which gives services and selling spare parts.

Forward Integration

Intensive Strategies

Astra’s car market share reduced to 52%, while motorcycle market share increasing from 53% in 2012 to 62%.

Domestic car sales grew by 18%. Astra was able to maintain a leading market position withmarket shareof 52%

Motorcycle sales grewby2%, while Honda sales grew by 14%, with market share increased to 62%

Market Penetration

Car Market share graph

Motorcycle Market share graph

PT Astra International Tbk has developed into an impressive conglomerate that operates predominantly in Indonesia and forms the largest listed company on the INDONESIA STOCK EXCHANGE (IDX) with a total market capitalization of more than seven percent.

Market Development

Astra adds value to the joint ventures it participates in by supplying valuable local marketing and product development advice as well as extensive experience in distribution. Over the course of its development, the Company has formed strategic alliances with reputable international corporations in its efforts to expand business opportunities such as Komatsu (heavy equipment), Fuji-Xerox (document solution), General Electric (financial services) and CMG (life insurance).

Product Development

OpportunitiesGrowing global automotive industry: The

global automotive industry was severely affected by the economic downturn, with a decline in revenues being recorded in 2008 and 2009.Threats

Intense competition: The worldwide automotive market is highly competitive. Astra faces strong competition from automotive manufacturers in its various markets. The competition among various auto players is likely to intensify in light of continuing globalization and consolidation in the worldwide automotive industry.

"Internal Factor Evaluation (IFE) Matrix is a strategy tool used to evaluate firm’s internal environment and to reveal its strengths as well as weaknesses.[1]"

"External Factor Evaluation (EFE) Matrix is a strategy tool used to examine company’s external environment and to identify the available opportunities and threats."

IFE 2012-2013

ASTRA INTERNATIONAL 2012


Score

Strengths



0.20 4 0.80


0.10 3 0.30


0.15 3 0.45


0.15 4 0.60



Score


0.10 4 0.40

8. Net revenue from the informationtechnology division increase by 24 %

0.10 4 0.40

Total 1.00 3.55



Score

Weaknesses





Total 1.0 3,35



Score

Strengths



0.25 4 1


0.5 3 0.15


0.15 3 0.45


0.15 4 0.60



Score


0.15 4 0.60

8. Net revenue from the informationtechnology division increase by 19%

0.5 4 0.20

Total 1.00 3.6



Score

Weaknesses





Total 1.0 3,55

EFE 2012-2013


Key External Factors Weight RatingWtd

Score

Opportunities

1. Economic Development 0.20 3 0.60

2.Market Demand 0.20 4 0.80

3. High - Technology 0.15 3 0.45

4. Mine Investment 0.05 2 0.10



Score

Threats

1. Political Condition 0.15 4 0.60

2. Globalitation issue 0.10 3 0.30

3. Subtitute lower car price 0.05 3 0,15

4. Competitive environment 0,10 4 0.40

Total 1.0 3,40



Score

Opportunities

1. Economic Development 0.20 3 0.60

2.Market Demand 0.25 4 1

3. High - Technology 0.10 3 0.30

4. Mine Investment 0.05 2 0.10



Score

Threats

1. Political Condition 0.15 4 0.60

2. Globalitation issue 0.10 3 0.30

3. Subtitute lower car price 0.05 3 0,15

4. Competitive environment 0,10 4 0.40

Total 1.0 3,45

Prediction what change in next year Astra International Internal :

- Market Share- Sales- Net Income

External : - Technology- Political Issues

Strategy Evaluation Assessment Have major change occured in the firms internal strategic position?

Have major changes occured in the firms external strategic position?

Has the firm progressed satisfactorily toward achieving its stated objectives?

Result

Yes Yes Yes Corrective Actions

From this matrix we have conclusion Astra Internationals already achieving the goal / objective of the company because Astra Internationals still dominating the market

Strategy Revision We still choose old strategy because even

the increase of IFE and EFE not too significant but we predict in the next year it will increase significant

Astra Business Ethic Issues in Indonesia

IRREGULARITIES ISSUE ASTRA SYSTEMOUTSOURCING & PKWT (CONTRACT WORKER)

Source http://

elibrary.mb.ipb.ac.id/gdl.php?mod=browse&op=read&id=mbipb-12312421421421412-italestari-778

https://id-id.facebook.com/Berita.Indonesia.Terkini/posts/240215962748325

http://elibrary.mb.ipb.ac.id/gdl.php?mod=browse&op=read&id=mbipb-12312421421421412-italestari-778





SERIKAT PEKERJA ASTRA MENUNTUT MASALAH PENYIMPANGAN APLIKASI SISTEM OUTSOURCING & PKWT (CONTRACT WORKER)Serikat Pekerja dari dua perusahaan group PT. Astra Otoparts Tbk yang berafiliasi kepada FSPMI, melaporkan kepada Komisi IX DPR RI adanya pelanggaran mengenai masalah penerapan sistem kerja outsourcing dan PKWT (Kontrak). Mereka adalah Serikat Pekerja FSPMI dari PT. Astra Otoparts Tbk Divisi Adiwira Plastik yang memproduksi plastic part, painting, motorcycle seat dan mirror assy, serta Serikat Pekerja FSPMI dari PT. Federal Izumi Manufacturing yang memproduksi piston untuk otomotif dan sepeda motor.Di Komisi IX DPR RI pihak Serikat Pekerja ditemui oleh Ibu Rieke Diah Pitaloka (Anggota Komisi IX sekaligus juga aktivis perburuhan), Dr. Surya Chandra Surapaty, MPH, Ph.D (Ketua Penyusun Undang-undang No.13 Tentang Ketenagakerjaan), Mr. Arif Munardi (Ketua Kelompok Kerja Bagian Ketenagakerjaan), dan Ir. Rudianto Tjen (Ketua Poksi PDI Perjuangan). Para anggota dewan itu telah menyatakan dukungannya kepada pihak Serikat Pekerja.Manajemen Astra telah melanggar Undang-undang No.13 Tentang Ketenagakerjaan yang berlaku di Indonesia. Didalam Undang-undang telah jelas disebutkan bahwa pekerja kontrak hanya bisa digunakan pada jenis pekerjaan yang sifatnya sementara, musiman, serta untuk produk baru yang masih dalam tahap percobaan. Sementara pekerja outsourcing hanya boleh digunakan untuk bagian cleaning service, catering, security, jasa penunjang pada pertambangan, serta usaha penyediaan jasa angkutan pekerja.Namun kondisi aktual yang terjadi di perusahaan sekitar 70 % dari total pekerjanya adalah pekerja outsourcing dan pekerja kontrak, padahal Astra adalah perusahaan yang telah berdiri selama puluhan tahun, dan Undang-undang yang berlaku melarang penggunaan pekerja kontrak untuk jenis pekerjaan yang sifatnya tetap dan terus menerus. Pelanggaran lainnya terjadi pada pekerja outsourcing yang digunakan pada lini produksi, bahkan mesin yang dipakai untuk berproduksi dioperasikan oleh pekerja outsourcing dan kontrak.Kondisi ini sangat kontradiktif dengan iklan-iklan di media massa yang menyebutkan bahwa Astra sebagai “market leader” dan “blue chip company” adalah perusahaan yang menjunjung prinsip Good Governance Company, serta telah berperan dalam meningkatkan kesejahteraan bangsa Indonesia.Serikat Pekerja menyatakan, “Pada bulan April 2012, Manajemen Astra Otoparts telah membagikan 40,2 % Deviden untuk para investor, uang yang diterima oleh para investor itu adalah uang hasil memeras keringat pekerja outsourcing & pekerja kontrak, uang itu adalah uang hasil pelanggaran terhadap Undang-undang yang berlaku di Republik Indonesia.”Tentang pengaduan ke DPR RI pihak Serikat Pekerja berkata, “Kami masih mencoba cara diplomatis untuk mempertemukan pihak Manajemen Astra dengan Dewan sebagai pembuat Undang-undang, yang juga dihadiri oleh instansi pemerintah terkait. Tapi bila cara ini pun gagal, maka tidak ada cara selain pemogokan. Kami dari pihak Serikat Pekerja sangat tidak menginginkan pemogokan, karena jika itu sampai terjadi maka dikhawatirkan industri otomotif dan sepeda motor nasional akan lumpuh, dan otomatis pasokan ekspor otomotif pun akan tertunda !! Karena aksi kami ini dikhawatirkan akan menjadi trigger yang memancing semua Serikat Pekerja pada 29 perusahaan group Astra Otoparts melakukan pemogokan karena menuntut hal yang sama


World trade demands change soon in his business ethics in order to fix the order of the world economy is getting better. In the prevailing concept is not uncommon business purpose justifies all means. Even the smell of any criminal action taken for the achievement of a purpose. The rapid development of technology after World War II spurred the business world in a capitalist country – is becoming increasingly dynamic, but unfortunately less accompanied by thoughts and moral consciousness of the perpetrators, thus leading to scandal – business scandals that hurt the community, such as the collapse of enron and Lehman Brothers. Therefore, since 1970-80s, ethics in the business world is becoming increasingly frequently discussed and demanded its realization. Each company must ensure that the principles of GCG (Good Corporate Governance) is applied to every aspect of business and across all ranks of the company if it does not want to experience the same thing with Enron or Lehman Brothers. According to the results of the research the SWA (2005), PT Astra International Tbk (AI) is a public company that has implemented the corporate governance. Astra International managed to survive after implementing corporate governance since 1987 (21 years). With experience dating back over 50 years and the application of business ethics company for 21 years, then became an interesting consideration for more researching AI views of business ethics that have been applied. The results of this research are expected to be made an idea of the application of business ethics that have been applied to the company in order for the case of Enron and Lehman Brother doesn't happen in PT Astra International, Tbk.

Based on the background, then the outline of the research problems are (1) howthe characteristics of karayawan AI and employee Outsourcing? (2) how the application of business ethics of AI especially in terms of the principles –principles of GCG, (3) how can the management of employee relations, especiallybetween staff and managers as well as employees of outsourcing that is AIworking in AI, as well as (4) employee understanding of how AI and outsourcedemployees of company culture. Of problems are revealed, then the purpose of this research is: (1) analyzing the characteristics of employees and outsource theAI is expected to strengthen the understanding of the respondents againstbusiness ethics (2) examines the application of business ethics of AI especially in terms of the principles – principles of GCG and ethics in work, (3) analyze the relationships between management personnel regarding the understanding of the value of the company's business ethics value – especially between staff and managers as well as employees AI outsourcing that works in AI and (4) analyzingemployee understanding of the corporate culture.

The research was carried out at PT Astra International Tbk (AI), in May to August2008. This research uses descriptive method with approach case studies arequalitative and quantitative. The data used in this research is the primary data and secondary data obtained through individually in – depth interviews,observations, questionnaires, and dissemination of the study of literature.Sampling method does is a non-probability sampling using a purposive samplingfor the determination of the Department and employee outsourcing and the Census for determination of the respondent's employees AI. The number ofsamples taken in this study is 45 persons, consisting of 31 employee AI with positions under managers, 3 employee to the position of Manager, AI and 11employees of outsourcing. Processing techniques and data analysis done withtest, descriptive analysis, Thurstone test Index Skoring, test range test, MannWhitney Criterion, Kruskal Wallis Test as well.

The results showed that in accordance with the principles of GCG, i.e.,accountability, independency, transparency and disclosure, responsibility, andfairness and coupled with honesty (honesty), turned out for the Manager and employee outsourcing, honesty is the most prioritized factor among other GCGprinciples – principles. The next priority is an independency, transparency anddisclosure, accountability, responsibility, and the last one is fairness. But for AIstaff, turned out to be the most important principles are independency, continued with responsibility and honesty. The application of ethics in the workplace of honesty as a factor the most prioritized and almost all respondents said that participate in company events is one of the activities of companies that don't have to be a top priority, even placed on the last option in the assessment ofethics in carrying out the work. Generally good employees and outsourcedemployees AI know how business ethics applied environmental observationthrough work, then find out from the employer. For an understanding of value –the value of business ethics that are applied by the company, there is still a difference of understanding particularly of the accountability, responsibility, andtransparency and disclosure.

SOCIAL RESPONSIBILITY OF ASTRA INTERNATIONAL

Astra international enacting our belief that the aim of businessactivities is not merely profit

growth;business activities also seek to contribute to the

development of the nation of Indonesiaand to partake in efforts for environmental preservation through the implementation of

corporate social responsibilities programs based on our four activity pillars and guided by

the Public Contribution Roadmap toward Astra 2020.

Ways of Astra International to achieve Social Responsibility Environment, Health and Safety (EHS) in 2014 EHS Policy Company Certification Activities in the Management of

Environmental Performance Activities in Occupational Health and Safety Financial Impact of EHS Activities CSR Management in 2014 CSR Program and Policy CSR Activities

Structured performanceevaluation consists of corporate assessment, group assessment and self-assessment, while achievement ratings, from the highest to thelowest, are ‘Gold’, ‘Green’, ‘Blue’, ‘Red’ and ‘Black.’ In 2014, EHS performance evaluation using AGC criteria was conducted on 505 (2013: 466) of the total 1187 (2013: 1,077) members of Astra Group. The results of the evaluation are as follows:

One positive effect for Astra Group of environmental management programs is the efficient use of natural resources and energy in relation to growth of production volume and Company income, as presented in the following chart:

Environment Sustainability Issues Astra

International

Nusa Dua Sunter Project

Sunter Nusa Dua Project (SNDP) is a 3-kilometer drainage management and maintenance in North Sunter Lake, to reduce flooding in the region. In 2013 Astra developed SNDP with simple home remodeling for residents around Astra with the amount of 11 houses, that was increased from 6 houses in 2012. SNDP also developed drainage infrastructure equipment, Astra garden, Astra motorcycle taxi stop and provided trash can at Jalan Gaya Motor Raya.

Go Green Program With AOPPT Astra Otoparts Tbk (AOP) with ASMO III

implemented a tree planting program “Go Green“ in Jakarta, Bogor and Bekasi which is part of the policy and commitment of Astra Group. In May 2013, the Go Green Jakarta region has planted 3,000 trees in Kelapa Gading while in Bogor regional the implementation of the Go Green was to plant 5,000 trees in Lanud Atang Sanjaya. In June 2013, the implementation of the Go Green Bekasi was located at titik pantau Adipura (Arteri Road North Cikarang - West and Forest City in Bekasi District) and the surrounding district environment as well as school around the Bekasi District Government offices, was planting 5,300 trees.

Astra Eco Edu River - CiliwungAstra Group collaborated with the Ciliwung

observers as an effort to create public awareness to contribute to the maintainance of Ciliwung River. Astra contributed the means to the community to be able to clean trash out of the river in the form of inflatable boats and motor carts as well as building a dock for this purpose. For economic empowerment, Astra built outbound facilities as IGA along the river that divides Jakarta. Community members Ciliwung Condet were equipped with outbound skills as a facilitator so that they were able to become Community outbound services providers in the region of Condet

Final Assignment

SOUTH AFRICA

Step I:Market Attractiveness Assessment

Population in 2011 the country's population was 51 770 560, of which 26 581 769 (51.3%) were female and 25 188 791 (48.7%) were male. Africans are in the majority at just over 41-million, making up 79.2% of the total population.

GDP per capita 6,617.91 USD (2013)

GDP growth 1.9% annual change (2013)

STEP 2 : Risk Politics/Security

South Africa is a parliamentary representative democratic republic, wherein the President of South Africa, elected by parliament, is the head of government, and of a multi party system. It is risky happen chaos because party sides difference.

A survey for the period 1998–2000 compiled by the United Nations Office on Drugs and Crime ranked South Africa second for assault and murder (by all means) per capita and first for rapes per capita in a data set of 60 countries . Total crime per capita was 10th out of the 60 countries in the dataset.

The United Nations Interregional Crime and Justice Research Institute have also conducted research on the victims of crime which shows the picture of South African crime as more typical of a developing country.

Step 3 Social and culture intersection as we know southern Africa is a country

that has many former colonial whites and southern Africa into a highly advanced developing countries because it is, so many western cultures that go into it, then the western and eastern cultures owned by Indonesia is very and for its own distinct social they follow such freedom in the west

Investation south africa itself is very open to foreign

investors who can we see is the number of foreign enterprise company is growing very rapidly because there is also a lack of human resources but the resources are very abundant so very happy if the government there there is entry of foreign investors

Merge and acquisition according to data we have, the local

automotive companies there is very few,one is general motors south africa (GMSA) and the possibility to merge and acquisitions is very small kemungkinanya because they already have their own market there.

Government Support as before we know southern Africa is a

developing country with many natural resources but have little human resources so the government will support for the entry of new market in the country

STEP 4 : Industry Attractiveness

Competitive in South Africa South Africa was ranked 52nd out of 144 countries in the

World Economic Forum's Global Competitiveness Index for 2012.

It remains the highest ranked country in sub- Saharan Africa, and claimed third place among the BRICS countries.

The law places various prohibitions on anti-competitive conduct, restrictive practices (such as price fixing, predatory pricing and collusive tendering)

South Africa has a well-developed and regulated competition regime based on best international practice. Competition legislation follows European Union, US and Canadian models.

Easiness Investment Procedure in South Africa South Africa is one of the most sophisticated, diverse and

promising emerging markets globally. South Africa is a key investment location, both for the

market opportunities that lie within its borders and for the opportunity that exists to use the country as a gateway to the rest of the continent, a market of nearly 1-billion people.

The report placed South Africa tenth for its protection of investors, the best of all African countries, and it recorded significant improvements in the areas of trading across borders and enforcing contracts.

South Africa fell between developed countries such as France (34) and Spain (38), and above major developing economies such as Mexico (48), China (91), Russia (112), Brazil (130) and India (132).

Creative Economic Development in South Africa Small and micro-enterprises predominate – the sectors are all

comprised of micro and very-small enterprises employing fewer than 50 people.

Many enterprises and organisations are self-sustaining but operate with low margins and often enterprises and organisations are overly reliant on government and international grant funding to survive.

In general levels of business skills are low – while the education levels of the creative owner-entrepreneurs are quite high, the low profitability of enterprises in the sector is partly attributable to the lack of key skills in marketing, entrepreneurship, management and general leadership.

Evidence of gender equity – the creative industries provide significant employment and management opportunities for women of all races.

Step 5: Country Rank & Identification of KSF in South

Africa

Improtance point of starting export/import business in South Africa- Sound economic policies- Favourable legal and business environment- World-class infrastructure- Access to markets- Gateway to Africa- Trade reform, strategic alliances

Key Success Factor Business in South Africa - Cost of doing business in SA - Ease of doing business in SA - Industrial capability, cutting-edge

technology - Competitiveness

Cost of doing business in SA

South Africa's exchange rate makes it one of the least expensive countries for foreigners to live and do business in – with a first-world infrastructure and high living standards ensuring good value for money.

Ease of doing business in SA

South Africa moved up two spots to rank 39th out of 185 countries in the World Bank and International Finance Corporation's Doing Business 2013 report, an annual survey that measures the time, cost and hassle for businesses to comply with legal and administrative requirements.

Industrial capability, cutting-edge technology The country's manufacturing output is

increasingly technology-intensive, with high- tech manufacturing sectors – such as machinery, scientific equipment and motor vehicles – enjoying a growing share of total manufacturing production.

- Competitiveness South Africa was ranked 52nd out of 144 countries

in the World Economic Forum's Global Competitiveness Index for 2012. It remains the highest ranked country in sub- Saharan Africa, and claimed third place among the BRICS countries.

The government has provided incentives for value-added manufacturing projects, support for industrial innovation, improved access to finance, and an enabling environment for small business development.

Key Success Factor Establishment By selling the top 10 world automotive

brand of Toyota is the key success factor of establish, also ASTRA as the best company of automotive product in ASEAN.

Step 6 Our SPM methods

1. Determine the purpose2. Measurement of achievement3. Evaluation of achievement

Company appraisal1. What parameters to be assessed. For example, the suitability

of the deadlines, the level of customer satisfaction, etc.2. Classification of the type of performance, for example the

performance of managers, regular staff, etc.3. The classification level of performance achieved. For example

results achieved when viewed from the level of satisfaction, quantity, etc.

4. The procedures for performance measurement. The device used includes model used measurement scale (interval, ratings, ordinal, etc.), The method of calculating the value, the instrument used to rank.

5. Technical assessment, including assessment frequencies, the device used (computerized or manual), the method of assessment feedback.

Recruitment system1. determining the qualifications2. create ads that communicative3. stage test suitably qualified4. two-way interviews5. submit to the experts

Step 7: Business Strategy Formulation, Entry Strategy Midterm & Long term Direction

Developing an Export Plan Once you have decided to sell your

products abroad, it is time to develop an export plan. A crucial first step in planning is to develop broad consensus among key management on the company's goals, objectives, capabilities, and constraints. In addition, all aspects of an export plan should be agreed upon by the personnel involved in the exporting process, as they will ultimately execute the export plan.

Which products are selected for export development? What modifications, if any, must be made to adapt them for overseas markets?

Which countries are targeted for sales development? In each country, what is the basic customer profile? What marketing

and distribution channels should be used to reach customers? What special challenges pertain to each market (competition, cultural

differences, import controls, etc.), and what strategy will be used to address them?

How will the product's export sale price be determined? What specific operational steps must be taken and when? What will be the time frame for implementing each element of the

plan? What personnel and company resources will be dedicated to exporting? What will be the cost in time and money for each element? How will results be evaluated and used to modify the plan?

Strategy to develope the value chain

Determining Export Readiness Determining your firm’s export readiness is the first step in

establishing an export program. Many of the concepts are similar to domestic business, but as there is an international variable to every aspect of exporting, these concepts must be addressed from a different perspective. Aspects that must be considered while evaluating your export readiness include:

Knowledge, resources, experience and perception of exporting: Exporting requires learning new processes and being adaptable to the different requirements and regulations that each new country of export brings. Attention to detail is a must, as is the willingness to learn about markets, market trends and political situations. Being able to fully utilize all of the resources that are available to the company is also important as this can save time, money and frustration. Overall, companies need to be aware that exporting is not simple and shouldn’t be viewed as such. Lack of appreciation and attention to any particular area can hinder overall progress.

Level of managerial commitment: Similar to the domestic side of business, without the complete support of management and staff, the real potential of international markets may never be realized. Everyone involved in the process must be fully involved and supportive of exporting over the long term.

Access to export assistance, intermediaries and service providers: There are literally hundreds of sources of information, export assistance providers and professional firms available. One of the most important elements in the export process is to evaluate which organization can help you with your specific needs. These combinations are based on the nature of your product, its end use or end user, your physical location, the market you may target, financial considerations and any other possible concerns and issues.

Strategic Intent: “What is it that we want to accomplish?” is an important question to ask at the onset. Is the company seeking to expand the business, or keep it from declining? What are the sales goals in the short term? How about the long term? Even if the first goal is to determine whether or not the company is export ready, it is a productive first step and should help you determine whether or not you should continue. Finding out you are not ready, or even deciding against proceeding at this time is still a very valuable discovery and can save time and money.

Ongoing Implementation: After your initial export customers are located and you are exporting to your first target markets, what will your next steps be? Are you willing to establish additional markets? Are you willing to make more required product adaptations? Are you willing to hire someone overseas to represent you or open your own sales office? Again, you will need to evaluate your company’s long-term goals in order to determine whether exporting will be an integral part of your company or just a side job that you do when you have the time.

Strategy Establishment ASTRA will keep develope their exporting

business to other country in Africa. Because South Africa as the capital economic in Africa is open gate of exporting business to other africa country.

Thank you